5 Keys to End Your Speech with a Great Call-to-Action

Yet many speakers miss a fantastic opportunity with a call-to-action that is wishy-washy, hypothetical, or ill-constructed. Even worse, some speakers omit the call-to-action entirely.

A poor call-to-action undermines the effectiveness of your speech; a great call-to-action stirs your audience to act enthusiastically.

In this article, we reveal the qualities of a strong speech call-to-action which will lead your audience to act.

What is a Speech Call-To-Action?

A speech call-to-action is an explicit appeal to your audience to take a specific action following your speech. A call-to-action is most often made at the conclusion of a persuasive speech.

“If you have been persuasive and your audience is emotionally invested, the best time for action is now.”

For example, you might call on your audience to…

… adopt a new business process

… sponsor an event

… attend an event

… fund a research initiative

… register to vote

… join a club

… train for a marathon

… read out loud to their children

… donate money to a charity

… travel to Saskatchewan

… buy a fire extinguisher

… eat more vegetables

… use public transit

Guidelines for a Strong Speech Call-to-Action

Your call-to-action and your approach to delivering it may vary according to your audience and your speaking style. While there is no rigid formula, there are a number of guidelines which will improve the effectiveness of your call-to-action.

Make your call-to-action clear and direct.

Have your audience act quickly.

Lower barriers to action.

Focus on benefits for your audience.

Customize your call-to-action for each person.

1. Make your call-to-action clear and direct.

Don’t hint. Don’t imply. Don’t suggest.

It’s not a whisper-to-think-about-action; it’s a call-to-action.

Use direct language, and eliminate wishy-washy phrases.

Instead of “Maybe you could think about joining…”, say “Join…”

Instead of “It would be good to train for…”, say “Train for… “

Don’t assume that your audience will “figure out” what needs to be done. (I have made this mistake in the past and regretted it.) If members of your audience walk out of the room thinking “Wow, this sounds great, but I’m just not sure what to do…”, your call-to-action was not clear enough.

2. Have your audience act quickly.

If you have been persuasive and your audience is emotionally invested, the best time for action is now. The longer it takes to initiate the action, the more likely that your audience will lose motivation.

So, an ideal call-to-action is one which your audience can act on immediately, perhaps even before they leave the room. If this isn’t feasible, then aim for actions which can reasonably be completed (or at least started) within hours or a day or two.

3. Lower barriers to action.

To help your audience act quickly, eliminate as many (trivial or non-trivial) barriers as you can.

For example, ask the following questions about your audience.

Do they need to sign up? Bring forms and pens and pass them out.

Do they need to read additional information? Bring handouts, or copies of books, or website references.

Do they need approval before they can act? Make the first call-to-action to organize the meeting with stakeholders.

Do they need to pay? Accept as many forms of payment as possible.

A common psychological barrier is the perception that the suggested action is too big or too risky. This is a legitimate concern, and is often best handled by dividing the call-to-action into several small (less risky) actions.

For example, “train for a marathon” may be too large of a call-to-action for a non-runner. A better call-to-action would be to join a running club or train for a shorter race.

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Andrew Dlugan is the editor and founder of Six Minutes. He teaches courses, leads seminars, coaches speakers, and strives to avoid Suicide by PowerPoint. He is an award-winning public speaker and speech evaluator. Andrew is a father and husband who resides in British Columbia, Canada.

Makes a strong case of the power of storytelling to influence and inspire, in both public speaking and business communications. Discusses the different types of stories that every speaker must be able to tell. Weaves numerous stories through the book.

Who Should Read It

(1) Anyone who is not yet convinced how powerful storytelling can be. (2) Speakers looking to enhance their story repertoire.